Key Management Development Models: 70+ tools for developing yourself and managing others

Description

‘A very practical, engaging guide to the essential tools which managers at all levels need to be effective themselves and to develop others. Highly recommended.’ Stuart Chambers, former CEO of Pilkington plc     Key Management Development Models gives you, at a glance, instant access to a full range of the best models available for developing your management skills and helping others to work and perform at their peak.     For anyone seeking to develop their management skills it can be hard to know where to begin. Key Management Development Models explains the tools in detail – what they are and when and how to use them, with key practical tips. It’s like having your very own management development coach on hand explaining all the tools that you will ever need to know.     EXPERT GUIDANCE FOR YOUR MANAGEMENT CAREER Cover Title Page Copyright Contents About the author Acknowledgements Preface Using this book Developing Yourself Part one Happiness 1 Positive affirmations 2 Positive mental attitude and content reframing Part Two Memory and recall 3 Loci method 4 Number/rhyme method Part three Motivation 5 Maslow's hierarchy of needs 6 Glasser's choice theory 7 Pink's model of motivation Part four Personal change 8 Cognitive restructuring 9 The Secret/law of attraction (Byrne) 10 Seven habits of highly effective people (Covey) Part five Problem solving and decision making 11 Force field analysis 12 Is/is not problem-solving technique 13 Ladder of inference (Argyris) 14 OODA loop 15 Polarity management 16 Vroom-Yetton-Jago decision model Part six Resilience 17 Kobasa and 'hardiness' Part seven Self-awareness 18 360° feedback 19 Emotional intelligence 20 Johari window 21 Multiple intelligences Part eight Self-confidence and stress management 22 Anchoring a calm state 23 Meditation 24 Mindfulness Part nine Time management, concentration and focus 25 Covey's time matrix (Eisenhower) 26 Getting things done (Allen) 27 Wheel of life Part ten Learning 28 Accelerated learning 29 Benziger's thinking styles assessment 30 Kolb/Honey and Mumford learning styles Part eleven Listening skills 31 Active listening 32 Critical listening 33 Relationship listening Managing Others Part twelve Assertiveness 34 The broken record 35 Fogging Part thirteen Coaching 36 CLEAR model (Hawkins) 37 GROW model (Whitmore et al.) 38 Solution-focused coaching (OSKAR) Part fourteen Communication 39 DISC 40 Matching and mirroring 41 Storytelling 42 VAK (visual, auditory, kinaesthetic) Part fifteen Conflict management 43 Betari box 44 Thomas-Kilmann conflict mode instrument Part sixteen Creativity 45 Brain-friendly brainstorming 46 Challenging assumptions 47 PMI (plus, minus, interesting) 48 Random word technique 49 SCAMPER Part seventeen Giving feedback 50 EEC model 51 EENC Part eighteen Goal setting 52 Locke and Latham's five principles 53 Reticular activating system 54 SMART goals 55 CASE - behavioural objectives Part nineteen Influence and persuasion 56 4Ps of persuasion 57 Bilateral brain theory 58 Embedded commands 59 Locus of control (Weiner's attribution theory) 60 Positive language 61 Spheres of influence Part twenty Leadership 62 Action-centred leadership 63 Covert leadership 64 Leadership styles Part twenty-one Negotiation 65 Distributive bargaining (adversarial model) 66 Integrative bargaining 67 Harvard principled negotiation 68 RADPAC Part twenty-two Presentation 69 INTRO Part twenty-three Relationships 70 The four agreements (Ruiz) 71 Rapport building 72 Transactional analysis Part twenty-four Teamwork 73 Sigmoid curve 74 Tick-box and high-performance teams 75 Extended Tuckman teamwork theory Index